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Strategic Plan


Executive Summary Agape Mission Agape Respite Care, Inc. is committed to providing care and support services across the lifespan for persons with physical and intellectual disabilities to enable them to remain in their chosen community. About Agape Founded in 1992 as a mission of the First Mennonite Church of Berne, the organization has grown steadily as the awareness of the services has spread. Agape is a non-profit 501c3 corporation governed by a volunteer board of directors that is representative of our community. Clients primarily come to the Agape home from a 50-mile radius from Berne, including Adams, Wells, Jay, and Allen counties in Indiana. The custom-designed Agape home opened in July 2002. Program Overview Respite care gives short term temporary care to persons whose disabilities are such that they need continual assistance 24-hours a day. Having access to respite care allows caregivers – most often families – an option for times when they need a break or have tasks that require them to find care setting for their disabled loved one for a few hours up to several days. In addition, Agape services provided in the community also include Participant Assistance and Care (PAC), Community Group Habilitation (CHG4) summer programs , and Residential & Habilitation Services (RHS). Goals 2016-2018 1. To maintain continuity of care through leadership changes as well as fiscal, health care, and staffing changes by recruiting and retaining outstanding healthcare professionals and paraprofessionals. o Update job descriptions for staff, including Executive Director. o Develop recruitment plan for new Executive Director. (See 2007 plan.) o Implement Board rotation calendar and “classes” of the Board for rotation. o Prepare a job description for a finance assistant. o Acquire a one-day a week person to do billing, checks, and invoices. 2. To seek and welcome a diverse funding base for the Agape programs. o Adopt Board policy around gifts and planned giving. o Acquire support for financial oversight of gifts and benevolent fund. o Configure funding development objectives. o Consider hiring a Fund Development Director. 3. To engage and involve community support by promoting and providing for the needs of Agape. o Develop an awareness-level marketing plan with printed materials and a dissemination plan for the information. o Recruit and train helpers who will do a variety of tasks around the Home including lawn care, window washing, making toys, decorating for holidays, helping market the program, etc. o Monitor volunteer activity for potential caregivers to be trained further. 4. To provide excellent, individualized care in a responsible and appropriately funded manner. o Conduct a feasibility study around afterschool issues, aging caregiver needs, and where another Agape home might be located. Board Strategic Planning Retreat Report Revisiting the previous, strategic plan, the Board conducted a planning retreat to review and update the Situation Analysis section of the organization’s strategic plan. The Critical issue facing the organization is the future retirement of its founder and longtime executive director. What is our competitive advantage? o We can take Medicaid Waivers. o We do individual, personal problem solving. o We have the trust of clients who know we have walked the walk. o We have a network of referring people and families. o We have unique services, in that out-of-home services do not exist. Services are family-centered. o We can get services even if the client has no money. o We have an endowment and promise of other contributions later. SWOT Analysis In addition to the things that come to mind quickly, think also about such influencers as:  Government policies, actions, needs  Economic trends and factors  Technology and medical advances  Social Trends  Client needs\  Funding climate  Other Agencies activities and plans  Resources available (including operations, staffing, space, marketing, transportation / fuel costs, etc.] Strengths (What is Agape best at? Known for?) Weaknesses (What could be better?) Opportunities (How is the Need Changing?) Threats (What could stop growth? What are the potholes?) Strengths Weaknesses Financial base is strong Size of facility limits the size of the population served. Staff longevity There are no benefits for staff. Staff talent and commitment There are no set schedules for staff which is because of the family-centered policy of service. South Adams Schools and their collaboration Staff wants time off to coincide with school vacations. Library and parks as partners There is no board rotation to relieve board members with long service. Wellness pavilion and its pool lift There is no specific gift policy. A seasoned board of directors There are no printed materials about planned giving. Storage is an issue. Technology needs: website, time tracker, scanning and storing digital records. A succession plan is needed. Agape may want to tap the northern half of the county for clients. Transportation is needed: various programs A Fund Development Manager is needed. Opportunities Threats For more storage – Could buy land and build a new building with adequate storage. Potential changes in client numbers. Growing requires nurturing more leaders. Unsupervised staff behavior in home + parent concerns about leaving home/child in the care of an outsider. New locations in new towns can be explored to disseminate the model of service. Staff overload. Afterschool care is a potential and is the perceived greatest need. The one reliable funding source, the Medicaid Waiver can go away. We could do a feasibility study. Changes to the Medicaid Waiver and their impact. A needs assessment to ID clients who want more services (i.e. afterschool or in-home). We could study the needs of aging caregivers. We could grow our in-kind donations. Exploring Opportunities (discussion notes): Having a Development Director would assist with grant writing, planned giving solicitations, conception and execution of fundraisers, and program expansion. This Development Director would need to know about fundraising as well as event planning, and could have some marketing expertise. Expanding to more locations would expand the opportunities for families to have respite, to other counties and nearby towns and would grow the model of service. It would also be a way to fundraise by charging for training of new staff in other towns, if the homes were stand-alone businesses such as franchises. If they were part of Agape, then there would be supervision required and staff additions needed which would require re-thinking the funding paradigm that currently exists. That idea was of interest, but would require more thought and study. We could build a new house with storage as part of the plan, and perhaps sell the current one to help finance the new construction. The new house would hold the same number of clients, but would have expanded spaces for afterschool programs and for other meeting needs. We could expand our in-home services by adding/or retraining staff or by partnering with another in-home service. Supervision remains the difficulty with in-home services. Pairing the right person with the family is a requirement. It is better to have all services in one place where the staff can be observed and supported. However, in-home service is a growing need. We could hire another part-time staff person to support billing, payroll, and to write checks. It would be expected that person would come to Agape to work for one day a week, thus relieving Jennifer of her packed schedule of duties. If Agape is to grow, more staff support is required. We could conduct a feasibility study about expanding to other towns, building a new building, and adding in-home services. The options could be compared and costs could be estimated. Another opportunity that was explored was the transition to a new Executive Director. Mrs. Lehman is not yet ready to retire, but is talking about that possibility and how the change might work. She is willing to remain “of consult” for the new person. The Board assured Mrs. Lehman that they want to keep her as long as they can. However, Mrs. Lehman would like to know what the process of changeover might look like, so the Board developed this sequence: 1. Create a job description for the ED. (Mrs. Lehman offered to draft one using some examples from other Executive Director descriptions.) 2. The Board reviews the job description using criteria that they decide. 3. A timetable is put into place. 3.1. Advertise the position locally. One month. 3.2. Advertise the position broadly if a local person is not acquired. One to two months. 3.3. When a sufficient number of applicants is achieved, conduct interviews. Interviews conducted by one board member and Mrs. Lehman. One week. 3.4. The Board interviews the selected candidate and approves/does not approve the selection. Board meeting. 3.5. The new Executive Director is trained and inducted into the position by Mrs. Lehman, Jennifer, and others for a time period stated by the Board. Eight weeks. 3.6. Mrs. Lehman moves from paid staff to advisory staff, then to “of consult”. 3.7. End of Induction. Continuing Strategic Plan 1. Situation Analysis 1.1. Mission 9 1.2. Services 9 1.3. Market Summary 7 1.4. Alternative Providers 9 1.5. Keys to Success 11 1.6. Critical Issues 12 2. Financial Goals 2.1. Break-even Analysis 13 2.2. Funding Forecast 13 2.3. Expense Forecast 13 3. Sustainability Strategy 3.1. Fund Development 14 3.2. Financial Objectives 14 3.3. Resources 15 3.4. Strategies 15 3.5. Additional Activities 16 3.6. Timeline / Milestones 16 4. Controls 4.1. Privacy and Publicity Issues 18 4.2. Communication Avenues 18 4.3. Implementation Team 18 5. Appendix 1. Situation Analysis 1.1. Mission Agape Respite Care, Inc. is committed to providing care and support services across the lifespan for persons with physical and intellectual disabilities to enable them to remain in their chosen community. 1.2. Services Respite care gives short term temporary care to persons whose disabilities are such that they need continual assistance 24-hours a day. Having access to respite care allows caregivers – most often families – an option for times when they need a break or have tasks that require them to find care setting for their disabled loved one for a few hours up to several days. In addition, Agape services provided in the community also include Participant Assistance and Care (PAC), Community Group Habilitation (CHG4) summer programs , and Residential & Habilitation Services (RHS). 1.3. Market Summary 1.3.1. Target Markets 1.3.1.1. Families of persons with disabilities. 1.3.1.2. Adult persons with disabilities themselves. 1.3.1.3. Health Care advocates for persons with disabilities. 1.3.1.4. Agencies (esp. serving child welfare and elderly) seeking respite for abused persons with disabilities. 1.3.2. Market Analysis 1.3.2.1. Price compared to other options for care. 1.3.2.2. Availability of services. 1.3.2.3. Quality of service available. 1.3.2.4. Distances guests’ families are willing to drive to receive services. 1.3.3. Market Demographics – Adams, Wells, Huntington, Jay counties, (with some guests also coming from Allen and Blackford counties in Indiana and Van Wert, Paulding, and Mercer counties in Ohio) 1.3.3.1. There are 113,982 persons under the age of 18 living in the primary four-county area (2000 census) 1.3.3.2. There are 44,867 households in the primary region 1.3.3.3. About 33,438 individuals over age 5, or 29% of the population, are persons living with disabilities. 1.3.4. Market Trends 1.3.4.1. Better medical treatment has extended the survivability of persons with serious disabilities. 1.3.4.2. Aging Baby boomers mean more older adults will need respite care. 1.3.4.3. Autism spectrum disorders are increasingly being diagnosed. 1.3.4.4. More families are seeking in-home services, which pose a significant management and quality assurance challenge to the providing agencies. 1.3.5. Market Opportunities 1.3.5.1. Older teen and young adult care is not readily available 1.3.5.2. Recreation opportunities for persons with disabilities are not readily available 1.3.5.3. Aging of “baby boomers” will generate newly disabled who do not fit easily into the “nursing home” model for care of the disabled elderly 1.3.5.4. In-home care is not readily accessible by the primarily rural / agricultural 4-county region 1.3.6. Market Growth Potential 1.3.6.1. Limited only by space and staffing 1.3.6.2. Demand doubled in the last 7 years, could easily double again in the next 5 years. 1.3.6.3. Other communities are coming to us seeking to replicate this model. 1.4. Alternative Providers Options for respite care of family or loved ones with disabilities who don’t utilize Agape services include: 1.4.1. No respite care – family makes do with neighbors and extended family 1.4.2. Chalet Village Nursing and Rehabilitation Center, Berne 1.4.2.1. Offer long-term respite of a month or more 1.4.2.2. Often understaffed 1.4.3. Angel Corps (out of Fort Wayne with a Bluffton office) 1.4.4. Adams County Home Health (in-home services, to 4 p.m. and no weekends) 1.4.5. ARC 1.4.6. Visiting Nurse Services 1.4.7. Lutheran Disabilities Outreach (especially the dinner and dance events for teens and young adults) 1.4.8. Pathways Adult Day Care, Decatur 1.5. Other agencies offering related services 1.5.1. All the participating agencies in the 2007 Abilities Expo 1.6. Keys to Success 1.6.1. Agape’s Values. The organization is committed to:  Compassion -- to demonstrating love and concern in our relationships by responding to needs with kindness and sensitivity which honors the dignity and worth of others.  Excellence -- to high standards of quality performance by seeking to do our best and strive beyond the expectations of the individuals and families we serve.  Integrity -- to be honest, trustworthy, and accountable in relationships, decision-making and communication with respect for confidentiality.  Stewardship -- to be responsible and effective in managing financial resources, property and materials  Teamwork – to value each person, affirming their gifts and abilities  Creativity -- to seek improvement through innovation, imagination and learning with flexibility and openness to new ideas and change  Joy – to cultivate an attitude that is positive, hopeful, appreciative, thankful and demonstrates enthusiasm in serving others 1.6.2. Staff’s dedication 1.6.2.1. Executive Director and founder is widely understood to be totally committed to Agape and families of persons with disabilities 1.6.2.2. Paraprofessional staff feel strongly about quality of service and importance of client care they provide 1.6.3. Berne community’s culture of service 1.6.3.1. Church groups very active supporters of Agape 1.6.3.2. Strong Mennonite presence in community sets tone of service to others 1.6.4. Quality of home-style facility 1.6.4.1. Facility is new, clean, well-equipped 1.6.4.2. Accreditation is essential 1.7. Critical Issues 1.7.1. Demand for services expected to outpace capacity to serve 1.7.2. Volunteer recruitment 1.7.2.1. Board leadership transition planning 1.7.2.2. Events take volunteers – how to manage them? 1.7.3. Human Resources practices 1.7.3.1. Succession planning for leadership 1.7.3.2. Hiring 1.7.3.3. Job Descriptions 1.7.3.4. Staff Evaluation 1.7.4. Fund Development 1.7.4.1. State is changing how funds are made available 1.7.4.2. Social Service funding always competitive 1.7.4.3. Churches don’t know of our need 1.7.4.4. Local giving climate needs to be assessed – Clock tower campaign will be a big push this fall; plus capital projects planned for schools and churches could absorb available funds 1.7.4.5. Property tax increases hit hard – area is primarily rural and farms always hit hard whenever property taxes are changed 1.7.5. Impact of changes in Indiana funding formulations 1.7.5.1. ICAP and OASIS processes to forecast needs and make funds available could affect utilization of respite care 1.7.6. Access to Federal Funds 1.7.6.1. Need to establish State Lifespan alliance – requires time by Executive Director away from facility 3. Sustainability Strategy [NOTE: A 2000 study by the Robert Wood Johnson Foundation found that successful fiscal or financing systems:  Have a clear vision of what they are trying to finance  Engage in collaborative planning  Understand the various resource options  Use resources from a variety of sources  Integrate resources behind a common plan  Are flexible  Focus on performance, outcomes, and continuous efforts to improve the quality of services  Possess a data infrastructure that can provide essential information needed to ensure accountability The following was proposed by a group of Board members during the April 2007 Strategic Planning retreat: 3.1. Funding Development Objective: To reverse current funding from 70% government dependent and 30% private sources by the year 2011. 3.1.1. Increase endowment to $3 million 3.1.2. Increase benevolent fund to $50,000 3.1.3. Increase fundraising to achieve monetary goals 3.2. Financial Objectives 3.2.1. Revenue Source Goals: 3.2.1.1. Government Fee-for-Service Revenue as a percent of Breakeven amount: 30% 3.2.1.2. Private/Endowment/Grants/Donation Revenue as a percent of Breakeven amount: 70% 3.2.2. Expenditure Goals: 3.2.2.1. Monthly Operational Expense Budget: 85% (includes staff, services, facility expenses, transportation, supplies) 3.2.2.2. Fund Development Expense Budget: 15% (includes special events, volunteer/community relations, grant writing, building endowment, conducting annual fund) 3.3. Potential Funding Sources 3.3.1. Foundations 3.3.2. Endowment 3.3.3. Church gifts 3.3.4. Private donors / Annual Fund gifts 3.3.5. Special Events 3.4. Resources for Action 3.4.1. Grant writing by staff and contracted services, with support from volunteers 3.4.2. Community support ( esp. fundraisers) 3.4.3. Implementation team 3.4.3.1. Board will take lead in raising funds for Endowment, from private donors, and Marketing Plan development 3.4.3.2. Staff and contract grant writer would take lead on submitting operational grants, compiling case statement and success stories for publicity 3.4.3.3. Board and advisory board will provide needed volunteer person-power and donated resources for special fundraising events 3.5. Strategies To Achieve Funding Objective (do at least four things)  Events  Talk to Ministerial Association for the 2-county area churches to invite more of them to consider Agape for home missions support, or gifts from missionary festivals, etc.  Possibility of a golf outing; celebrity / charity auction; Amish craft & farmers market; approach various retailers for percentage of sales for a day (“Agape Day”)  Hire (or contract for) help  Engage a grant writer and/or professional fund development person so that existing staff can continue with present job duties; positions would ultimately be funded from administrative portion of grants, but may need some “seed money” to pay for first grant activities  IYI staff resources may be able to provide grants research  IYI Compassionate Capital grant consultants can provide referral to local grant writers via the American Association of Grants Professionals chapter  Contact foundations (other than local ones)  Barbara Bush Foundation, Peyton Manning’s Peyback Foundation, Gates Foundation, etc.  Marketing program, beginning with a marketing plan  Approach media to get story out (e.g. United Way PR campaign uses Agape as news item)  Market, not exploit, baseball league – especially contact Fort Wayne Wizards and Indianapolis Indians to “adopt” us for special region-wide fundraising activities  Contacting area colleges and universities about inviting students to develop marketing plan as a class project (IPFW – Joseph Khamala, chair of Department of Management and Marketing (260-481-6481; also possibility Taylor business program , Ball State public relations & marketing, IU School of Philanthropy in Indianapolis, and possibly Huntington for DVD production)  Contact a corporation or business to sponsor marketing activities per plan 3.6. Additionally Identified activities that align with Agape interests and values 3.6.1. Thank-a-thon phone bank campaign 3.6.2. Annual Fund Campaign 3.6.3. Outreach to area churches 3.6.4. Outreach to area colleges 3.6.5. Bowl-a-thon 3.6.6. House Party 3.6.7. Golf Outing 3.6.8. Inviting Planned Giving / Bequests 3.6.9. Raffle of house or car 3.6.10. Spaghetti lunch (Mancino’s connection) 3.7. Timeline / Milestones 3.7.1. Set calendar for tactics to be implemented 3.7.1.1. Thank a thon works well for late autumn 3.7.1.2. Annual Fund direct mail tentatively targeted for year-end 3.7.2. Plans for each tactic need to be mapped out separately 3.7.3. Contacts & mailing list database will need to be developed For a planning reference, see the table on the following page for general calendar considerations. 4. Controls 4.1. Privacy and Publicity Issues 4.1.1. HIPPA 4.1.2. Family goodwill needs to be preserved and protected 4.2. Communication Avenues and Access 4.2.1. Personal presentation (word-of-mouth essential) 4.2.2. Churches – strong potential for support 4.2.2.1. Board members have contacts with Ministerial Alliances 4.2.2.2. Only a few congregations have been invited to give so far 4.2.3. Internet – new website being developed 4.2.4. Media – story is quite compelling and mostly unknown right now 4.2.4.1. Decatur Democrat (newspaper) 4.2.4.2. Bluffton News-Banner (newspaper) 4.2.4.3. Fort Wayne Journal Gazette (newspaper) 4.2.4.4. Marion Chronicle (newspaper) 4.2.4.5. WBCL (radio 90.3) 4.3. Implementation Team 4.3.1. Team roles need to be defined 4.3.2. Team members need to be identified 4.3.2.1. Board and Advisory Board are involved, but may be others in community who would be willing to volunteer for specific tasks 4.3.2.2. Family members of guests may be able to, or be glad to, participate 4.3.3. Training needs to be identified aligned to the fundraising activities 5. Appendix A) Staff and Board surveys (Winter 2016) B) Board Mailing labels C) PowerPoints from 2016 session
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